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ITILSC-OSA - ITIL Service Capability Operational Support and Analysis(R) - BrainDump Information

Vendor Name : Exin
Exam Code : ITILSC-OSA
Exam Name : ITIL Service Capability Operational Support and Analysis(R)
Questions and Answers : 26 Q & A
Updated On : March 21, 2019
PDF Download Mirror : ITILSC-OSA Braindumps
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ITILSC-OSA exam Dumps Source : ITIL Service Capability Operational Support and Analysis(R)

Test Code : ITILSC-OSA
Test Name : ITIL Service Capability Operational Support and Analysis(R)
Vendor Name : Exin
Q&A : 26 Real Questions

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what is ITIL?

The IT Infrastructure Library (ITIL) is a library of volumes describing a framework of most excellent practices for providing IT functions. ITIL has gone through a few revisions in its heritage and currently contains 5 books, each overlaying quite a lot of methods and tiers of the IT provider lifecycle. ITIL’s systematic strategy to IT service management can assist organizations control chance, give a boost to consumer members of the family, establish within your means practices, and build a reliable IT environment that allows for for boom, scale and change.

Developed by the British govt's primary computer and Telecommunications company (CCTA) all through the Nineteen Eighties, the ITIL first consisted of greater than 30 books, developed and launched over time, that codified most desirable practices in information know-how accrued from many sources (together with vendors' most suitable practices) all over. IBM, as an instance, says that its 4-extent collection on systems-management ideas, A management system for tips programs, generic because the Yellow Books, supplied a must have enter into the long-established ITIL books.

In April 2001, CCTA, together with a number of different corporations, had been rolled into the workplace of executive Commerce (OGC), which is now common because the cabinet office. The OGC adopted the task as a part of its mission to work with the U.okay. public sector as a catalyst to obtain efficiency, cost for cash in commercial activities, and superior success within the start of programs and initiatives.

The aim wasn't to create a proprietary product that may be commercialized; rather, it was to collect most reliable practices that could support with what the executive recognized became an expanding dependence within the executive on IT mixed with a painful lack of ordinary techniques that were expanding fees and allowing errors to perpetuate. It without delay became obvious that distributing these optimal practices would income each public and private-sector organizations.

through the years, ITIL's credibility and utility grew to become recognized, and in 2005 its practices contributed to and aligned with the ISO/IEC 20000 service management ordinary, the first overseas usual for IT carrier management; it's in accordance with British average BS15000.

in view that 2013, ITIL is owned by using Axelos — a joint venture between the cupboard workplace and Capita. Axelos offers businesses the license to use the ITIL framework, while managing updates and manner adjustments. youngsters, to use ITIL internally, corporations don't have a license. ITIL v3 become released in 2011, under the cabinet office, bringing updates to the 2007 version posted under OGC.

In 2018, Axelos introduced ITIL 4 – a huge overhaul to the complete framework and the largest exchange since ITIL v3 changed into posted in 2007. ITIL four, which all started rolling out in Q1 of 2019, presents a extra agile, bendy and customizable edition of ITIL it is updated for contemporary companies. The newest version encourages less siloes, extra collaboration, conversation across the complete company and integrating agile and DevOps into ITSM options.

What's in the ITIL?

The ITIL has passed through several revisions in its background. The long-established 30 books of the ITIL were first condensed in 2000 (when ITIL V2 changed into launched) to seven books, every wrapped around an aspect of IT administration. Later, the ITIL Refresh mission in 2007 consolidated the ITIL to 5 volumes along with 26 process and functions – here's spoke of because the ITIL 2007 version. In 2011, yet another replace — dubbed ITIL 2011 — changed into published under the cupboard workplace. The five volumes remained, and ITIL 2007 and ITIL 2011 remained equivalent.

ITIL four, which became released in 2019, continues the same focal point on automating procedures, improving provider management and integrating the IT branch into the company. despite the fact, it also updates the framework to accommodate and answer to up to date expertise, tools and utility. seeing that ITIL’s remaining replace, the IT department has grown to turn into indispensable to every business and the brand new framework comprises this by using being greater agile, bendy and collaborative.

ITIL 4 carries 9 guiding ideas that have been adopted from probably the most recent ITIL Practitioner exam, which covers organizational change administration, conversation and dimension and metrics. These ideas include:

  • center of attention on value
  • Design for experience
  • delivery where you're
  • Work holistically
  • development iteratively
  • look at directly
  • Be transparent
  • Collaborate
  • preserve it fundamental
  • The latest version of ITIL focuses on business culture and integrating IT into the standard business structure. It encourages collaboration between IT and other departments, certainly as other enterprise units increasingly rely on know-how to get work performed. ITIL four also emphasizes customer remarks, due to the fact that it’s less difficult than ever for corporations to take note their public perception, customer delight and dissatisfaction.

    For greater counsel on the benefits of the latest version of ITIL, see “ITIL 4: ITSM receives agile.”

    How do I put ITIL into practice?

    ITIL is a collection of e-books, but in simple terms going on a studying binge won't improve your IT operations. First, you ought to wrap your mind across the concepts after which get staff purchase-in. Getting some IT personnel to undertake new strategies can be like herding cats, but there are equipment that can support.

    together with the ITIL comes an entire suite of consulting, working towards and certification capabilities. From the early 1990s, certifications were administered by two unbiased bodies: EXIN and ISEB, depending on your location. the two our bodies shaped an alliance at the end of 2006 to extra IT service management.

    because 2014, Axelos is the proprietor of the ITIL personnel certification and tests are administered by accredited training agencies (ATOs). Accreditations are administered by means of Strategic Examination Institutes (EIs). EIs should be permitted directly by Axelos in order to present accreditation to ATOs.

    before imposing ITIL at your agencies, there are several questions be sure to reply, such as what issues your company is attempting to clear up and what's your route to persistent provider growth.

    For a deeper study placing ITIL into apply, see "7 inquiries to ask before enforcing ITIL" and "how to get begun with ITIL."

    what's ITIL certification and is it value it?

    The ITIL v3 certification scheme in the past consisted of 5 tiers: basis, Practitioner, Intermediate, knowledgeable and master. each level required a stronger depth of talents and understanding of ITIL. The certification scheme below ITIL 4 has been streamlined to include the ITIL foundation and the ITIL grasp exams. The ITIL groundwork examination has two paths, ITIL Managing knowledgeable (MP) or ITIL Strategic chief (SL), which every have their personal modules and assessments.

    The ITIL Managing expert (MP) examination is designed for IT practitioners who are concerned with expertise and digital groups all the way through the company, not just within the IT branch. This route will train specialists every thing they should find out about running a success IT projects, teams and workflows.

    Modules include:

  • ITIL specialist – Create, deliver and help
  • ITIL professional – force Stakeholder cost
  • ITIL specialist – high pace IT
  • ITIL Strategist – Direct, Plan & enrich
  • The ITIL Strategic leader (SL) examination is designed for people that cope with “all digitally enabled capabilities,” and not just those who fall below IT operations. This route focuses on how know-how directs company strategy and the way IT performs into that.

    Modules include:

  • ITIL Strategist – Direct, Plan & increase
  • ITIL leader – Digital & IT strategy
  • each paths can lead to the ITIL master exam, which is the optimum level of certification which you could obtain with ITIL four.

    For those already in the core of working in opposition t a ITIL v3 certifications, credits will transfer over to the brand new certifications. Axelos recommends that each one ITIL certification candidates continue the route towards ITIL grasp.

    For in-depth analysis of ITIL certification, see "What ITIL certifications mean to your IT administration practices."

    How can ITIL enhance my company's enterprise performance?

    A well-run IT firm that manages chance and continues the infrastructure buzzing not only saves cash, however also allows for the company individuals to do their jobs extra readily. as an instance, brokerage company Pershing reduced its incident response time with the aid of 50 p.c in the first yr after restructuring its service desk based on ITIL instructions, enabling users with issues to get returned to work plenty more right away.

    ITIL offers a scientific and knowledgeable strategy to the management of IT carrier provision, and presents the following advantages:

  • reduced IT prices
  • stronger IT functions through the use of proven most advantageous observe techniques
  • improved consumer pride through a greater expert method to carrier birth
  • requisites and information
  • improved productivity
  • enhanced use of knowledge and adventure
  • more desirable birth of third-birthday party functions during the specification of ITIL or BS15000 as the normal for carrier delivery in capabilities procurements
  • in line with Axelos, ITIL can also help corporations enrich features with the aid of:

  • helping corporations control chance, disruption and failure
  • strengthening consumer relations through “providing effective functions that meet their wants”
  • setting up low-cost practices
  • constructing a reliable ambiance that nonetheless allows for for growth, scale and change.
  • For a deeper examine the way to get the most from ITIL, see "5 steps to a success ITIL adoption."

    what will ITIL can charge?

    Getting begun contains the purchase of the ITIL both as hardcopy, PDF, ePub or via an internet subscription without delay from Axelos. Then there is the can charge of coaching, which fluctuates every yr. The direction resulting in the initial groundwork certificate typically runs for two days, and courses leading to better certifications will also be a week or extra.

    Add to that the inevitable cost of re-engineering some procedures to agree to ITIL instructions, and adjustment of help desk or other utility to trap the counsel you want for tracking and generating metrics.

    there's, incidentally, no such issue as "ITIL-compliant" utility; the ITIL is a framework, not a standard. Some assist desk and administration utility has been engineered with ITIL practices in mind, although, and so will lend themselves more suitable to teams working inside the framework.

    Examples of utility and features designed with ITIL and ITSM in mind consist of:

  • Samange: offers provider desk automation with the ITIL framework in mind
  • InvGate provider Desk: an internet-based mostly ITIL-able carrier that boasts a user-friendly interface
  • ManageEngine ServiceDesk Plus: net-primarily based assist desk and asset management utility it is available in an ITIL version
  • imaginative and prescient Helpdesk: A multifunction service desk answer with ITIL integration
  • How long will an ITIL venture take?

    ITIL is not a "project"; or not it's an ongoing event to enrich IT carrier management. greatest practices must be baked into every thing, and that they have to evolve as the business evolves. With IT body of workers buy-in, adjustments can begin once workforce are educated, and a few outcomes may still be apparent within weeks or months. system changes do take time, although, as entrenched dangerous practices are rooted out and modified (and, potentially, workforce alterations occur), but many businesses have said enormous discounts after their first yr.

    To get a far better theory of what it's going to take to adopt and put into effect ITIL, which you could browse through case stories on the Axelos site. recent case reviews encompass corporations like Sony and Disney — two businesses with big IT operations to control.

    What reductions am i able to are expecting?

    companies and public sector companies that have efficaciously carried out ITIL gold standard practices document huge discount rates.

    as an instance, in its merits of ITIL paper, red Elephant experiences that Procter and Gamble saved about $500 million over four years by means of cutting back support desk calls and improving operating strategies. Nationwide coverage carried out a forty % reduction in system outages and estimates a $four.three million ROI over three years, and Capital One reduced its "business essential" incidents by using 92 p.c over two years. After three years of ITIL implementation, forest products company MeadWestvaco claimed to have eradicated greater than $100,000 yearly in IT renovation contracts and identified a ten percent benefit in operational steadiness due to ITIL.

    with out buy-in and cooperation from IT workforce, besides the fact that children, any implementation is certain to fail. Bringing optimal practices into an organization is as a good deal a PR job because it is a technical pastime.

    other criticisms include the proven fact that it’s inconceivable to plan for every failure, experience or incident so it’s not an accurate science. really, you gained’t be aware of the accurate ROI on ITIL except you put in force it inside your corporation and use it effortlessly. subsequently, when you consider that ITIL is a framework, it may simplest be as a success as corporate buy-in permits. Embracing certifications, working towards and investing in the shift will help raise the probabilities of success and rate reductions.


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    ITIL Service Capability Operational Support and Analysis(R)

    Pass 4 sure ITILSC-OSA dumps | Killexams.com ITILSC-OSA real questions | [HOSTED-SITE]

    Coiled Tubing Services Market 2019 Global Analysis, Opportunities And Forecast To 2024 | killexams.com real questions and Pass4sure dumps

    Feb 19, 2019 (Heraldkeeper via COMTEX) -- Coiled Tubing Services Industry

    Description

    Wiseguyreports.Com Adds "Coiled Tubing Services -Market Demand, Growth, Opportunities and Analysis Of Top Key Player Forecast To 2024" To Its Research Database

    This report studies the global Coiled Tubing Services market size, industry status and forecast, competition landscape and growth opportunity. This research report categorizes the global Coiled Tubing Services market by companies, region, type and end-use industry.

    Coiled tubing refers to a continuous length of small-diameter steel pipe and related surface equipment as well as associated drilling, completion and workover, or remediation, techniques. Coiled tubing oilfield technology was initially developed for working on live, producing wells.Coiled tubing technology is frequently used to deploy tools and materials through production tubing or casing while remedial work is performed on producing wells. Coiled tubing fulfills three key requirements for downhole operations on live wells by providing a dynamic seal between the formation pressure and the surface, a continuous conduit for fluid conveyance and a method for running this conduit in and out of a pressurized well.Coiled tubing strength and rigidity, combined with its capability to circulate treatment fluids, offer distinct advantages in workover operations. In addition to drilling and completion operations, oil and gas companies are using coiled tubing to help fish for lost equipment and for conveying well logging tools.Rise in exploration & production activities globally is anticipated to boost the market over the forecast period. Mounting demand for the oil and gas in transportation, power production, and other application activities, had led to the growth in the consumption of primary energy sources.

    The global market is moderately consolidated. It experiences the presence of giant and large number of key industry participants across the value chain. Major companies operating in the market comprises of multinational conglomerates which includes E&P companies, individual equipment & oilfield service corporations, microseismic and proppants companies. The key players are Schlumberger, Halliburton, Baker Hughes (GE), Weatherford, Superior Energy, Archer, Calfrac Well Services, Cudd Energy Services (RPC), National Oilwell Varco, Pioneer Energy Services, PT Elnusa Tbk, Legend Energy, Smape S.r.l., Jereh Group and so on.The market is growing at a very rapid pace and with rise in technological innovation, competition and M&A activities in the industry many local and regional vendors are offering specific application products for varied end-users. The new manufacturer entrants in the market are finding it hard to compete with the international vendors based on quality, reliability, and innovations in technology.The industry is expected to remain innovation-led, with frequent acquisitions and strategic alliances adopted as the key strategies by the players to increase their industry presence. Market stays in mature period with a clear concentration.

    Significant and lasting barriers make entry into this market difficult. These barriers include, but are not limited to: (i) product development costs; (ii) capital requirements; (iii) intellectual property rights; (iv) regulatory requirement; and (v) Transitions' unfair methods of competition.

    Request for Sample Report @ https://www.wiseguyreports.com/sample-request/3289889-global-coiled-tubing-services-market-size-status-and-forecast-2025

    Despite the presence of competition problems, due to the global recovery trend is clear, investors are still optimistic about this area, the future will still have more new investment enter the field. Even so, the market is intensely competitive .The study group recommends the new entrants just having money but without technical advantage and upstream and downstream support do not to enter into this field.In 2017, the global Coiled Tubing Services market size was 3510 million US$ and it is expected to reach 6240 million US$ by the end of 2025, with a CAGR of 7.5% during 2018-2025.

    This report focuses on the global top players, covered

    SchlumbergerHalliburtonBaker Hughes (GE)WeatherfordSuperior EnergyArcherCalfrac Well ServicesCudd Energy Services (RPC)National Oilwell VarcoPioneer Energy ServicesPT Elnusa TbkLegend EnergySmape S.r.l.Jereh Group

    Market segment by Regions/Countries, this report coversUnited StatesEuropeChinaJapanSoutheast AsiaIndia

    Market segment by Type, the product can be split intoWell InterventionDrillingOthers

    Market segment by Application, split intoOnshoreOffshore

    Leave a Query @ https://www.wiseguyreports.com/enquiry/3289889-global-coiled-tubing-services-market-size-status-and-forecast-2025

    Table of Contents

    Global Coiled Tubing Services Market Size, Status and Forecast 20251 Industry Overview of Coiled Tubing Services1.1 Coiled Tubing Services Market Overview1.1.1 Coiled Tubing Services Product Scope1.1.2 Market Status and Outlook1.2 Global Coiled Tubing Services Market Size and Analysis by Regions (2013-2018)1.2.1 United States1.2.2 Europe1.2.3 China1.2.4 Japan1.2.5 Southeast Asia1.2.6 India1.3 Coiled Tubing Services Market by Type1.3.1 Well Intervention1.3.2 Drilling1.3.3 Others1.4 Coiled Tubing Services Market by End Users/Application1.4.1 Onshore1.4.2 Offshore

    2 Global Coiled Tubing Services Competition Analysis by Players2.1 Coiled Tubing Services Market Size (Value) by Players (2013-2018)2.2 Competitive Status and Trend2.2.1 Market Concentration Rate2.2.2 Product/Service Differences2.2.3 New Entrants2.2.4 The Technology Trends in Future

    ….

    3 Company (Top Players) Profiles3.1 Schlumberger3.1.1 Company Profile3.1.2 Main Business/Business Overview3.1.3 Products, Services and Solutions3.1.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.2 Halliburton3.2.1 Company Profile3.2.2 Main Business/Business Overview3.2.3 Products, Services and Solutions3.2.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.3 Baker Hughes (GE)3.3.1 Company Profile3.3.2 Main Business/Business Overview3.3.3 Products, Services and Solutions3.3.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.4 Weatherford3.4.1 Company Profile3.4.2 Main Business/Business Overview3.4.3 Products, Services and Solutions3.4.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.5 Superior Energy3.5.1 Company Profile3.5.2 Main Business/Business Overview3.5.3 Products, Services and Solutions3.5.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.6 Archer3.6.1 Company Profile3.6.2 Main Business/Business Overview3.6.3 Products, Services and Solutions3.6.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.7 Calfrac Well Services3.7.1 Company Profile3.7.2 Main Business/Business Overview3.7.3 Products, Services and Solutions3.7.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.8 Cudd Energy Services (RPC)3.8.1 Company Profile3.8.2 Main Business/Business Overview3.8.3 Products, Services and Solutions3.8.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.9 National Oilwell Varco3.9.1 Company Profile3.9.2 Main Business/Business Overview3.9.3 Products, Services and Solutions3.9.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.10 Pioneer Energy Services3.10.1 Company Profile3.10.2 Main Business/Business Overview3.10.3 Products, Services and Solutions3.10.4 Coiled Tubing Services Revenue (Million USD) (2013-2018)3.11 PT Elnusa Tbk3.12 Legend Energy3.13 Smape S.r.l.3.14 Jereh Group

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    IBM Db2 Query Optimization Using AI | killexams.com real questions and Pass4sure dumps

    In September 2018, IBM announced a new product, IBM Db2 AI for z/OS. This artificial intelligence engine monitors data access patterns from executing SQL statements, uses machine learning algorithms to decide on optimal patterns and passes this information to the Db2 query optimizer for use by subsequent statements.

    Machine Learning on the IBM z Platform

    In May of 2018, IBM announced version 1.2 of its Machine Learning for z/OS (MLz) product. This is a hybrid zServer and cloud software suite that ingests performance data, analyzes and builds models that represent the health status of various indicators, monitors them over time and provides real-time scoring capabilities.

    Several features of this product offering are aimed at supporting a community of model developers and managers. For example:

  • It supports multiple programming languages such as Python, Scala and R. This allows data modelers and scientists to use a language with which they are familiar;
  • A graphical user interface called the Visual Model Builder guides model developers without requiring highly-technical programming skills;
  • It includes multiple dashboards for monitoring model results and scoring services, as well as controlling the system configuration.
  • This machine learning suite was initially aimed at zServer-based analytics applications. One of the first obvious choices was zSystem performance monitoring and tuning. System Management Facility (SMF) records that are automatically generated by the operating system provide the raw data for system resource consumption such as central processor usage, I/O processing, memory paging and the like. IBM MLz can collect and store these data over time, and build and train models of system behavior, score those behaviors, identify patterns not readily foreseen by humans, develop key performance indicators (KPIs) and then feed the model results back into the system to affect system configuration changes that can improve performance.

    The next step was to implement this suite to analyze Db2 performance data. One solution, called the IBM Db2 IT Operational Analytics (Db2 ITOA) solution template, applies the machine learning technology to Db2 operational data to gain an understanding of Db2 subsystem health. It can dynamically build baselines for key performance indicators, provide a dashboard of these KPIs and give operational staff real-time insight into Db2 operations.

    While general Db2 subsystem performance is an important factor in overall application health and performance, IBM estimates that the DBA support staff spends 25% or more of its time, " ... fighting access path problems which cause performance degradation and service impact.". (See Reference 1).

    AI Comes to Db2

    Consider the plight of modern DBAs in a Db2 environment. In today's IT world they must support one or more big data applications, cloud application and database services, software installation and configuration, Db2 subsystem and application performance tuning, database definition and management, disaster recovery planning, and more. Query tuning has been in existence since the origins of the database, and DBAs are usually tasked with this as well.

    The heart of query path analysis in Db2 is the Optimizer. It accepts SQL statements from applications, verifies authority to access the data, reviews the locations of the objects to be accessed and develops a list of candidate data access paths. These access paths can include indexes, table scans, various table join methods and others. In the data warehouse and big data environments there are usually additional choices available. One of these is the existence of summary tables (sometimes called materialized query tables) that contain pre-summarized or aggregated data, thus allowing Db2 to avoid re-aggregation processing. Another option is the starjoin access path, common in the data warehouse, where the order of table joins is changed for performance reasons.

    The Optimizer then reviews the candidate access paths and chooses the access path, "with the lowest cost." Cost in this context means a weighted summation of resource usage including CPU, I/O, memory and other resources. Finally, the Optimizer takes the lowest cost access path, stores it in memory (and, optionally, in the Db2 Directory) and begins access path execution.

    Big data and data warehouse operations now include software suites that allow the business analyst to use a graphical interface to build and manipulate a miniature data model of the data they wish to analyze. The packages then generate SQL statements based on the users’ requests.

    The Problem for the DBA

    In order to do good analytics on your multiple data stores you need a good understanding of the data requirements, an understanding of the analytical functions and algorithms available and a high-performance data infrastructure. Regrettably, the number and location of data sources is expanding (both in size and in geography), data sizes are growing, and applications continue to proliferate in number and complexity. How should IT managers support this environment, especially with the most experienced and mature staff nearing retirement?

    Understand also that a large part of reducing the total cost of ownership of these systems is to get Db2 applications to run faster and more efficiently. This usually translates into using fewer CPU cycles, doing fewer I/Os and transporting less data across the network. Since it is often difficult to even identify which applications could benefit from performance tuning, one approach is to automate the detection and correction of tuning issues. This is where machine learning and artificial intelligence can be used to great effect.

    Db2 12 for z/OS and Artificial Intelligence

    Db2 version 12 on z/OS uses the machine learning facilities mentioned above to gather and store SQL query text and access path details, as well as actual performance-related historical information such as CPU time used, elapsed times and result set sizes. This offering, described as Db2 AI for z/OS, analyzes and stores the data in machine learning models, with the model analysis results then being scored and made available to the Db2 Optimizer. The next time a scored SQL statement is encountered, the Optimizer can then use the model scoring data as input to its access path choice algorithm.

    The result should be a reduction in CPU consumption as the Optimizer uses model scoring input to choose better access paths. This then lowers CPU costs and speeds application response times. A significant advantage is that using AI software does not require the DBA to have data science skills or deep insights into query tuning methodologies. The Optimizer now chooses the best access paths based not only on SQL query syntax and data distribution statistics but on modelled and scored historical performance.

    This can be particularly important if you store data in multiple places. For example, many analytical queries against big data require concurrent access to certain data warehouse tables. These tables are commonly called dimension tables, and they contain the data elements usually used to control subsetting and aggregation. For example, in a retail environment consider a table called StoreLocation that enumerates every store and its location code. Queries against store sales data may wish to aggregate or summarize sales by Location; hence, the StoreLocation table will be used by some big data queries. In this environment it is common to take the dimension tables and copy them regularly to the big data application. In the IBM world this location is the IBM Db2 Analytics Accelerator (IDAA).

    Now think about SQL queries from both operational applications, data warehouse users and big data business analysts. From Db2's perspective, all these queries are equal, and are forwarded to the Optimizer. However, in the case of operational queries and warehouse queries they should most likely be directed to access the StoreLocation table in the warehouse. On the other hand, the query from the business analyst against big data tables should probably access the copy of the table there. This results in a proliferations of potential access paths, and more work for the Optimizer. Luckily, Db2 AI for z/OS can provide the Optimizer the information it needs to make smart access path selections.

    How It Works

    The sequence of events in Db2 AI for z/OS (See Reference 2) is generally the following:

  • During a bind, rebind, prepare or explain operation, an SQL statement is passed to the Optimizer;
  • The Optimizer chooses the data access path; as the choice is made, Db2 AI captures the SQL syntax, access path choice and query performance statistics (CPU used, etc.) and passes it to a "learning task";
  • The learning task, which can be executed on a zIIP processor (a non-general-purpose CPU core that does not factor into software licensing charges), interfaces with the machine learning software (MLz Model Services) to store this information in a model;
  • As the amount of data in each model grows, the MLz Scoring Service (which also can be executed on a zIIP processor) analyzes the model data and scores the behavior;
  • During the next bind, rebind, prepare or explain, the Optimizer now has access to the scoring for SQL models, and makes appropriate changes to access path choices.
  • There are also various user interfaces that give the administrator visibility to the status of the accumulated SQL statement performance data and model scoring.

    Summary

    IBM's machine learning for zOS (MLz) offering is being used to great effect in Db2 version 12 to improve the performance of analytical queries as well as operational queries and their associated applications. This requires management attention, as you must verify that your business is prepared to consume these ML and AI conclusions. How will you measure the costs and benefits of using machine learning? Which IT support staff must be tasked to reviewing the result of model scoring, and perhaps approving (or overriding) the results? How will you review and justify the assumptions that the software makes about access path choices?

    In other words, how well do you know your data, its distribution, its integrity and your current and proposed access paths? This will determine where the DBAs spend their time in supporting analytics and operational application performance.

    # # #

    Reference 1

    John Campbell, IBM Db2 Distinguished EngineerFrom "IBM Db2 AI for z/OS: Boost IBM Db2 application performance with machine learning"https://www.worldofdb2.com/events/ibm-db2-ai-for-z-os-boost-ibm-db2-application-performance-with-ma

    Reference 2

    Db2 AI for z/OShttps://www.ibm.com/support/knowledgecenter/en/SSGKMA_1.1.0/src/ai/ai_home.html

    See all articles by Lockwood Lyon


    Modification to a Previous Presolicitation Notice – Information Technology Capabilities Contract (ITCC) II | killexams.com real questions and Pass4sure dumps

    Federal Information & News Dispatch, Inc.

    Notice Type: Modification to a Previous Presolicitation Notice

    Posted Date: 02-OCT-14

    Agency: Department of the Air Force

    Office Address: Department of the Air Force; Air Combat Command; 55 CONS; 101 Washington Sq Bldg 40 Offutt AFB NE 68113-2107

    Subject: Information Technology Capabilities Contract (ITCC) II

    Classification Code: D - Information technology services, including telecommunications services

    Contact: Andrew Philson, Phone 402-294-7282, Email [email protected] - Debra J Simons, Contracting Officer, Email [email protected]

    Setaside: N/AN/A

    Place of Performance (address): USSTRATCOMOffutt AFB, NE

    Place of Performance (zipcode): 68113

    Place of Performance Country: US

    Description: Department of the Air Force

    Air Combat Command

    55 CONS

    Current Update (2 Oct 14) The Final RFP for Information Technology Capabilities Contract (ITCC) II, FA4600-14-R-0017, has been released at the following link: "https://www.fbo.gov/notices/d2e86c331f20e59e0e5e8ee9e00be08a" target="_blank"https://www.fbo.gov/notices/d2e86c331f20e59e0e5e8ee9e00be08a All future corrrespondance will take place under the Final RFP (FA4600-14-R-0017), not this draft notice (FA4600-12-R-0026). Previous Updates-- 23 Sep 14: The Final RFP is estimated to be released on or near 14 October 2014. Q&A#7 and an updated draft RFP are posted for industry review. 11 Sep 14: The Final RFP has been delayed indefinately. It is no longer anticipated to be released before the end of the FY14 Fiscal Year, and no anticipated release date is available at this time. Updates will be provided when a release date can be more accurately forecast. 20 Aug 14: The Final ITCC II RFP is not yet ready for release. The release is expected to occur by the end of the current month (August 2014) or early in September. 16 Jul 14: The ITCC II synopsis and sixth Q&A are posted. Particularly of note, the Final RFP release date is currently estimated to be on or around 15 August 2014. NOTE: File titled "ITCC II Questions Posted July2014.doc" was an incomplete draft version of the Q&A, and was inadvertantly posted; you may disregard. The full Q&A is uploaded as "Q&A #6.doc". 10 Jun 14: A revised BASS is provided based on the current PWS, which was posted on 23 May 14. The fifth Q&A is also posted for industry review. 3 Jun 14: We have implimented DSS' suggestions for our Technical Library Instructions and NDA form, and the revised documents are provided. To clarify what modifications have been made since the prior version, tracked changes was utilized. For those companies that have already submitted the requisite documents, you will be contacted shortly for any additional information required as a result of DSS' guidance. 30 May 14: We are working with DSS to resolve some additional concerns related to the NDA and Technical Library Instructions. We are anticipating releasing one last version of these documents by Tuesday, 3 June 2014. 23 May 14: A revised Technical Library Instructions package is posted, which also includes a Q&A specific to the technical library and the revised NDA. This package supercedes the previous package, posted on 8 May 2014. Additionally, a current PWS is provided. 16 May 14: We received a variety of comments on the instructions for accessing the technical library, as well as on the Non Disclosure Agreement. We are working through the various suggestions form Industry, and anticipate posting a revised set of instructions and NDA form by 23 May 14. 29 Apr 14: The fourth Q&A is posted for industry review. 4 Apr 14: An updated version of Section J, Attachments, is posted. However, the Read Library is still being populated and is now anticipated to be available by approximately 25 Apr 14, or shortly thereafter. Also, to address any misconceptions about the purpose of this notice, we are no longer requesting sources sought responses for FA4600-12-R-0026; this page currently exists as a mechanism for providing Industry with updates to the ITCC II acquisition, which is in the Draft RFP stage. When a Final RFP is released (estimated to be in July 2014), a final amendment will be posted to this notice directing interested parties to the correct RFP. Until that time, updates will continue to be made under FA4600-12-R-0026. 3 Mar 14: Draft RFP and all available attachments are posted. Anticipated date of availability for Read Library and remaining attachments is 31 Mar 14. 11 Feb 14: The second Q&A and a draft Authorized Baseline are posted. As a reminder, any ITCC II-related contact with the Government shall be issued in writing to mailto:[email protected] and mailto:[email protected]. A draft RFP is anticipated to be posted by the end of the month, 28 Feb 14. 16 Jan 14: Post-Industry Q&A #1 and a draft of the Cost/Pricing Model are posted for Industry review and feedback. The remaining Q&A and an updated Sections L&M are anticipated to be posted by on or around 30 Jan 14. 12 November 2013: Industry Day and One-on-One Meeting information, including RSVP information, is included in the attached "Industry Day and One-on-Ones" document and accompanying Offutt Map. Additionally, a second volume of Questions and Answers is provided. 1 November 2013: A draft of Sections L&M is attached for Industry review and comment. Also, Industry Day has been scheduled for 10 December 2013 in the Bellevue, NE area. As further details are finalized, more information will provided. Please continue to monitor this posting, as additional information regarding the Industry Day venue and one-on-one meeting reservations are anticipated to be posted within the next 10 days. 26 August 2013: The current milestone estimates have been delayed. The new estimate is as follows: Draft RFP: late October 2013 Industry Day: early December 2013 Final RFP: late April 201420 June 2013: RFI Questions & Answers #1 is posted as an attachment. 5 June 2013: In an effort to enable early and meaningful correspondence with Industry, the Contracting Officer seeks input, not to exceed 5 total pages in length, to the following Request for Information (RFI) by 5 July 2013-- 1. Provide sample projects the government can use to evaluate this proposal. The project must be realistic in that they can be executed by the government and must show cost savings and increased efficiencies. 2. Provide ideas to incentivize contract performance, reduce cost, and introduce efficiencies. 3. Provide examples of using various service levels for IT Support. What are the break-points in the performance threshold service levels that the government will see cost savings 4. Provide examples of ISO or ITIL processes that can be introduced to increase efficiencies. No proprietary information or data shall be submitted; by providing a response to the above RFI, the responder gives the Government the right to utilize the information in the formation of any forthcoming Request for Proposal (RFP). This utilization may include, but is not limited to, the inclusion of potential expansion tasks, performance and cost incentives, and flexibility in the services summary. Any questions shall be submitted in writing to the contract administrator at [email protected]. Answers will be provided in a Q&A format to this notice. Interested parties are encouraged to review the attached DRAFT PWS and DRAFT Services Summary, as well as the newly revised milestone estimates below: Draft RFP: August 2013 Industry Day: October 2013 Final RFP: February 201322 Mar 13: To clarify the previous update, the Government is not currently requesting additional capability packages. The update was solely to notify interested vendors of the change in Contract Specialists. Also, the following milestones are available for planning purposes (milestones are approximations only and are subject to change without notice): Draft RFP: July 2013 Industry Day: September 2013 Final RFP: January 201418 Mar 13: The Contract Specialist is changed to Mr. Andrew Philson at mailto:[email protected]. 12 Sep 12: Questions in regards to the the ITCC II requirement: 1. QUESTION: Has the government determined the acquisition strategy (i.e. full and open, SB, 8(a), etc. RESPONSE: The ITCC II requirement is in the early stages of planning. The acqusition strategy will be announced in the synopsis to be posted prior to the draft RFP. The release of the synopsis is to be determined. 2. QUESTION: Is there an estimates acquisition time frame for the solicitation release The release date is to be determined. RESPONSE: A draft RFP will be released prior to release of the formal RFP to allow for industry input. 3. QUESTION: What is the estimated contract value for this effort RESPONSE: The estimated contract value for this effort is considered For Official Use Only (FOUO). A budget will be posted in Section L of the RFP. The budget is to be determined. 4. QUESTION: Is there an incumbent currently performing these requirements If so, who RESPONSE: The current ITCC requirements are performed by CSC on FA4600-04-C-0010 awarded for $700M. An industry day is planned to take place after release of the draft RFP. Meetings with potential offerors will be scheduled to take place following the Industry Day. Date for Industry Day is to be determined. All information, not considered classified, will be posted on FedBizOps to give all interested parties the same advantage as all other parties. If there is classified information to be distributed, instructions will be posted on FedBizOps on how to obtain the information. 30 May 12: Sources Sought Questions and Answers spreadsheet is posted. Sources Sought is modified to change D1 from: "Possess expertise and experience to design, develop, test and deliver new weather data processing and display capabilities within existing enterprise architecture." to "Possess expertise and experience to design, develop, test and deliver new capabilities within the existing enterprise architecture." The response due date for the capability packages is no later than 1600 hours (Central) on 15 Jun 2012. SOURCES SOUGHT ANNOUNCEMENT FOR INFORMATION TECHNOLOGY CAPABILITIES CONTRACT (ITCC) II

    A. INTRODUCTION 1. This is a Sources Sought synopsis being conducted pursuant to FAR Part 10, Market Research. This is for planning purposes only and there is no solicitation available at this time. 2. This is an initial step in the planning process for the Information Technology Capabilities Contract (ITCC) II follow-on acquisition currently titled Information Technology Capabilities Contract (ITCC). The Government is contemplating award of a Requirements Contract with Task Orders (Cost Plus Incentive Fee (CPIF) with Firm Fixed Price (FFP and Cost Reimbursable (CR) CLINs). 3. The 55th Contracting Squadron at Offutt Air Force Base, Nebraska, seeks potential sources to perform systems engineering, management and sustainment services for integration, modification, and system support to the United States Strategic Command (USSTRATCOM). 4. USSTRATCOM requires a provider who possesses industry standard skill levels and appropriate security clearances, to perform system engineering, integration, operational, logistical, maintenance, configuration management and system administration services for their IT infrastructure. This infrastructure includes several separate Local Area Networks (Commercial, Unclassified, Secret, Top Secret, and Top Secret Extremely Sensitive Information (ESI)) currently comprised of 13000 PCs / workstations / servers on fixed and mobile platforms utilizing commercial off the shelf (COTS) hardware and COTS & GOTS software. System administration will need to be provided for all systems and applications connected to the LANs, plus standalones and/or laptops. Systems engineering processes consistent with industry standards are to be implemented and the provider will be expected to continually evolve the IT infrastructure to a common architecture through the technical solution process. Earned Value (EV) analysis and management for each discrete Work Breakdown Structure (WBS) element must be provided. 5. USSTRATCOM is seeking a partnership that will permit the service provider maximum flexibility in implementing IT infrastructure services through performance-based Service Level Agreements (SLA) satisfying cost, schedule and performance parameters while achieving a balance between service provider accountability and government insight. 6. The North American Industrial Classification Systems (NAICS) code is 541512, Computer Systems Design Services, which has a small business size standard of $25.5M. A small business firm competing as a prime contractor must be able to perform at least 50% of the total personnel requirement within its own company (reference FAR 52.219-14, Limitations on Subcontracting).

    B. REQUIREMENTS 1. Objective: For USSTRATCOM systems to deliver increasingly higher levels of reliability and performance to satisfy existing and emerging missions while reducing total cost of ownership. 2. Tasks:

    a) Program Management a. Develop, maintain & use an Integrated Master Plan (IMP) and an Integrated Master Schedule (IMS)). b. Communicate statuses and issues to the government in a clear, consistent and timely manner. c. Business Management. Develop, maintain & use a Performance Work Statement (PWS) in partnership with the government. d. Establish and maintain effective business and technical relationships with government. Establish and maintain effective business and technical relationships with all associate contractors. e. Meet Small Business participation requirements / goals IAW Small Business Plan. f. Quality Management. Must be ISO 20000 certified; must maintain a high customer satisfaction program; and shall develop, maintain & use a Program Quality Manual (PQM)). g. Provide cost reporting (to include cost variance analysis, cost management, and Business Case Analyses for reducing costs). h. Monitor and report cost, schedule, and performance consistent with an approved overall integration plan/master schedule. Human Resources. Provide personnel with appropriate professional certifications, equipment, tools, materials, supplies, parts, test equipment, supervision, and other items and services necessary for complete life-cycle support of USSTRATCOM systems to include planning, installation, sustainment, and optimization. Provide personnel that can be certified per DoD Directive 8500.1). i. Conduct Cost As an Independent Variable (CAIV) Analysis & Life Cycle Cost (LCC) management to achieve an affordable balance between cost and performance. Provide EVMS data on all task orders and/or as required by the government. j. Risk Management. Manage technical and management risks; reduce cycle time for all sustainment and modernization activities consistent with sound risk management which will include government representation. k. Configuration Management. Provide configuration management and testing to ensure interoperability, security, and compatibility among all systems/subsystems. Validate the baseline for all systems. Maintain and audit USSTRATCOM system and communication configuration baselines, and make them available to the government. l. Life-Cycle Planning. Utilize life-cycle management processes. m. Procurement. Purchases must meet specifications defined in the Technical Solution; assets are purchased and delivered on schedule, are within budget, fully satisfy all requirements; and defects are returned as required. n. Training. Provide initial and recurring training on hardware and software items/components to support implementation and sustainment. o. Metrics. Identify metrics for system performance evaluation and report measurements and other metrics as required by the government. b) Operations & Maintenance. Provide integrated IT infrastructure capabilities and services for all operations, maintenance, logistics, and procurement functions required to sustain, enhance and optimize the command's existing and future infrastructure; increase system reliability while decreasing maintenance requirements). a. Hardware Maintenance. Manage & maintain the identified system components (including COTS license renewals) to meet critical and non-critical mission requirements; manage these components IAW the Life Cycle Management Plan and the Technical Refreshment Plan; maintain a level of bench stock items required for critical and routine maintenance actions. b. Deployment Services. Successfully complete installations (includes assemble, setup, configure, and test) of system components. c. Cabling. Support all IT cabling requirements, end-to-end. d. Warehouse. Operate the IT warehouse; provide receiving & shipping services, storage and pre-staging of all incoming, outgoing and spare IT hardware and software components, inventory control/management, and packing, unpacking and disposal of shipping materials. e. Dispose of all IT hardware and software components IAW government policies and procedures f. Decommission and dispose of USSTRATCOM systems and subsystems IAW government policies and procedures when useful life is exceeded. g. Service Center Operations. Operate a 24/7 single Service Center capable of coordinating all customer maintenance and service issues and requests; document fix actions and lessons learned; and achieve high and increasing accuracy in first call resolution. h. Provide Technical Refreshment Plan with associated costs and support Life-Cycle Management processes (cradle-to-grave). i. Logistics. Develop and implement processes and capabilities for managing logistics required to sustain and enhance the command's existing & future infrastructure. Maximize cost effective contractor logistics support (CLS) consistent with the warfighter's concepts of operations, to include changing the functions already performed under CLS and/or bringing additional systems under CLS. j. Windows Services (Server Administration & Desktop Services). Implement policies & procedures to manage, maintain and administer the servers, clients, storage and services to meet operational, availability and critical and non-critical mission requirements - includes adding/configuring PCs & servers; setting up & maintaining LAN and WAN users; installing system-wide software, complying with security policies / procedures; file management; allocating and managing storage space; performing backups and restores; load and performance monitoring; performing preventative maintenance; diagnosing, repairing, upgrading, replacing or adjusting defective, broken and damaged system components; supporting all end user change requirements. k. UNIX Services (System and Workstation Management & Administration). Implement policies & procedures to manage, maintain and administer the servers, clients, storage and services to meet operational, availability and critical and non-critical mission requirements - includes adding/configuring workstations & servers; setting up & maintaining LAN and WAN users; installing system-wide software, complying with security policies / procedures; file management; allocating and managing storage space; performing backups and restores; load and performance monitoring (to include monitoring all system components to identify potential problem areas and assisting in devising targeted metrics to assess system performance on an ongoing basis); performing preventative maintenance; diagnosing, repairing, upgrading, replacing or adjusting defective, broken and damaged system components; supporting all end user change requirements. l. Security (Information Assurance) Management. Provide USSTRATCOM with robust information assurance capability; maintain current knowledge of IA industry best practices and recommend system changes as necessary to remain current; monitor computer emergency response teams (CERTs); prepare configuration updates or mitigation strategies and execute configuration updates as IA threats are identified; support the government in maintaining the Security Accreditation of the LANs. m. Enterprise Database Services. Development, Test and Production database schemas shall be developed, built and deployed and accurately populated on schedule; database backups shall be completed and retained; maintain operational database availability; perform permissions & account management and authentication to meet mission requirements; provide on-site response to database problems. n. Meet 24/7 system operational availability and performance requirements for systems and subsystems, on-call engineering, vendor support, and system maintenance as required. o. Maintain and perform incremental improvements to system and communications hardware and software including local area networks to ensure they meet capabilities and performance requirements, including correcting any deficiencies in meeting those requirements. Provide system administration, property management, and data administration.

    c) Systems Engineering. Ensure an appropriate level of standardization consistent with USSTRATCOM architectures and security requirements; evolve IT infrastructure to a more common, flexible architecture with enhanced capabilities through lifecycle management, technical solutions, software licensing and technical refresh processes. a. Design effective solutions to satisfy technical, operational and personnel requirements. Translate functional requirements into system allocated and product configuration baselines. Recommend changes to system functional baselines. b. Perform requirements analysis, life cycle cost analysis, and test and evaluation to reduce cost of ownership and optimize system and communications performance (e.g. value-added engineering). Increase system reliability while decreasing maintenance requirements. c. Recommend changes to integration plans and interface specifications that accelerate capability delivery while reducing project costs. d. Technical Solution Development, Testing and Integration. Develop all IT infrastructure technical solutions, brief government for approval, and implement solutions; implement configuration control processes; document and manage IT infrastructure baselines; support or provide testing for components being implemented to ensure interoperability of IT components prior to deployment and installation to assure minimal impact in the operational environment; ensure that all relevant unique and separate systems and components are able to coexist and interface without negatively affecting each other) e. Provide test engineering to ensure validation and verification of user capabilities for delivered systems and components. Conduct a test process that demonstrates that product deliveries meet requirements and minimizes the probability of undetected errors. Support Government development test and evaluation, acceptance testing, operational acceptance testing and deployment of systems and applications. As practical, combine development and operational testing activities. f. Security Architecture. Maintain current knowledge of information assurance industry best practices and recommend system changes as necessary to remain current; identify IA compliance issues; provide security & risk analysis of engineering solutions; participate in and support IA reviews groups.

    d) The Contractor shall provide concurrent services for transition to the new USSTRATCOM Headquarters building for a period of 6 months to a year. 3. Period of Performance: It is anticipated that the contract period will be a base period of one year (from date of award, with a 2-3 month transition period) and four one-year option periods. 4. Security: The contractor must provide a portion of personnel that have TOP SECRET/Sensitive Compartmented Information clearances or that are eligible for said clearances. The remaining personnel must possess Secret clearances or at a minimum, favorable National Agency Check with inquiries. All personnel must be United States citizens. Final security requirements will be documented in the DD Form 254.

    C. INFORMATION AND INSTRUCTIONS: 1. All businesses capable of providing these services are invited to respond. Any information provided to the government as a result of this sources sought synopsis is voluntary and the Government will not pay for any information submitted. Respondents are requested to submit capability packages electronically, as described below. a. Capability packages shall be one electronic copy. Capability package files should be in MS Office format (Word, Excel or PowerPoint) or Adobe pdf format, and should not exceed 5 MB on one e-mail. All packages shall contain UNCLASSIFIED material only. b. Capability packages should not exceed 20 pages, each single side counting one page, 8.5 x 11 inch, with one-inch margins, and font no smaller than 10 point Times New Roman. All capability packages must be received no later than 1600 hours (Central) on 31 May 2012. c. Capability package responses shall be sent via email to [email protected] AND [email protected]. 2. Respondents must include the following information within their statement of capability packages: a. Company Information: Provide company name, address, a point of contact with e-mail address and telephone number, Federal Cage Code, Data Universal Numbering System (DUNS), business size, and security clearance level. Your company must be registered in CCR and ORCA. To register, go to https://www.bpn.gov/ccr and http://orca.bpn.gov. Also include intent to be a prime or sub-contractor on this effort. b. Small Business: Small business respondents to this announcement should indicate whether the respondent is a small business, 8(a) concern, veteran-owned small business, service-disabled veteran-owned small business, HUB Zone small business, small disadvantaged business, women-owned small business, or historically black college or university (HBCU) or minority institution (MI) (as defined by the clause at DFARS 252.226-7000). 3. In addition to the 20-page capability statement, contractors are encouraged to submit thoughts on overall contract structure, including incentives and fee construct, period of performance, ability of the prime contractor to self perform (and the types of activities considered appropriate for the prime contractor to self perform), small business subcontracting goals, etc. 4. Small businesses are encouraged to submit responses even if your experience is primarily that of a specialized subcontractor. 5. List Teaming Partners: Provide company name, address, a point of contact with e-mail address and telephone number, Federal Cage Code, Data Universal Numbering System (DUNS), business size, and security clearance level. 6. Identify whether the company and team partners have a DCAA approved accounting system. Provide the DCAA address, a point of contact with e-mail address and telephone number for the Prime Contractor and Team Partners.

    D. CAPABILITY PACKAGE AND EVALUATION: Interested businesses should provide a capability package describing corporate experience in managing recent (within the past 3 years) requirements similar in size and scope to the activities described in this sources sought. Performance information should include dollar value, performance period, point of contact information for verification purposes, and description of the requirement. The Government will identify competitive firms by evaluating the capability packages using the following evaluation criteria. Potential offers should identify the following mandatory capabilities to accomplish the tasks in Section B and program management functions:

    1. Possesses expertise and experience to design, develop, test and deliver new capabilities within existing enterprise architecture. Must demonstrate experience in successful system engineering (using DoD or ISO standards and processes) to reduce cost of ownership and optimize system and communications performance. Must possess design methodologies that increase system reliability, decrease maintenance requirements and meet functional requirements. 2. Possesses expertise and experience to manage efforts to meet contract requirements within budget, and provide government insight into performance. Must be able to demonstrate personnel have appropriate professional certifications, security clearances, equipment, tools, materials, supplies, parts, test equipment, supervision, and other items and services necessary for complete system support. Program management processes must provide continuity of staffing to prevent loss of system support. Must show ability for timely monitoring and reporting of cost, schedule, and performance in comparison with pre-established baseline. Possess processes that communicate status and issues to the government in a clear, consistent and timely manner for joint resolution. Display business practices that reduce cycle time for sustainment and modernization activities. 3. Experience as a Prime or subcontractor of secure Government IT infrastructures providing services consistent with Government or commercial standards using full corporate resources and industry best practices. 4. Experience providing successful Operations, Maintenance and Logistics for networks of 13,000 or more workstations or desktops, associated servers, and network infrastructure in a single contracted secure IT service level environment. This includes help desk, and implementation of baseline changes (i.e. capitalization or leasing of the IT assets and infrastructure). 5. Possesses experience with secure Government IT systems containing multiple LANs and multiple security classification levels. 6. Possesses expertise and experience to provide system performance metrics and report measurements that are sensitive to predicting the future performance of the systems. Management processes identify risks, plan and implement mitigation actions, and monitor progress to identify deviations from planned events. Capable to understand existing assets and requirements. 7. Capable of performing necessary enhancements to and correction of deficiencies in systems and communications hardware and software including local area networks. Processes ensure 24/7 system operational availability and performance requirements will be met. 8. Demonstrate possession of processes, expertise, and experience to incorporate new and emerging information technologies into the USSTRATCOM enterprise architecture. 9. Possess Capability Maturity Model Integration(R) processes rated level 3 (or higher). 10. Possess ISO 20000 certification. 11. Contract transition approach provides system continuity through the transition, innovative strategies to reduce transition costs, and time-phased staffing through the transition period. 12. Management capability to control costs and use Earned Value Management (EVM) techniques. 13. Financial capability to perform a cost reimbursement contract (including whether the company has a DCAA/DCMA approved accounting system, approved purchasing system, approved estimating system, etc. and whether the company has current Forward Pricing Rate Agreements with a DCAA/DCMA point(s) of contact). 14. Demonstrate ability to conduct and oversee all aspects of technical and administrative work described above, on contracts that are an Acquisition of Services Category I (reference DoDI 5000.02, Enclosure 9, Table 9). 15. Capable of performing at least 50% of the total personnel requirement within your own company (if you are a small business firm planning to compete as a prime contractor).

    E. GOVERNMENT RESPONSIBILITY: This Sources Sought Notice is not a commercial solicitation per FAR Part 12, and should not be construed as a commitment by the Government for any purpose, nor does it restrict the Government to an ultimate acquisition approach. Any information submitted by respondents to this sources sought is strictly voluntary and any offer submitted by such a firm will be evaluated without prejudice. All questions and comments on this synopsis shall be submitted via e-mail to only the contacts listed below. PRIMARY contact: Ms. Cynthia Waller, Contract Specialist, [email protected]. ALTERNATE contact: Ms. Deb Simons, Contracting Officer, [email protected]. Mark all e-mail responses beginning with: ITCC II.

    Link/URL: https://www.fbo.gov/spg/USAF/ACC/55CONS/FA4600-12-R-0026/listing.html

    Copyright:  (c) 2013 Federal Information & News Dispatch, Inc. Wordcount:  4580


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    Scribd : https://www.scribd.com/document/356567053/Pass4sure-ITILSC-OSA-Practice-Tests-with-Real-Questions
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    Dropmark-Text : http://killexams.dropmark.com/367904/11997034
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    Blogspot : http://killexams-braindumps.blogspot.com/2017/10/exactly-same-itilsc-osa-questions-as-in.html
    publitas.com : https://view.publitas.com/trutrainers-inc/itilsc-osa-pdfreal-itilsc-osa-questions-that-appeared-in-test-today
    Google+ : https://plus.google.com/112153555852933435691/posts/6LnRLhHMajo?hl=en
    Calameo : http://en.calameo.com/account/book#
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